Managing personal networks: An examination of how high self-monitors achieve better job performance

Song, Weijie; Hu, Qiongjing; Dong, Bowen

doi:10.1016/j.jvb.2015.10.005

Cited by 15 publications

(7 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…However, it is unclear whether individuals higher on self‐monitoring owe their higher performance ratings to their superior technical expertise or effort, or to their superior impression management skills (Bedeian & Day, ), which make them more socially likable but less suitable for certain positions where technical expertise and perseverance are key. For example, research has shown that the relationship between self‐monitoring and performance ratings can be attributed to relational advantages these employees enjoy (Mehra et al, ; Wang et al, ). These results indicate the possibility that higher performance ratings associated with self‐monitoring may at least partially reflect high self‐monitors' success in managing impressions and potential biases in subjective assessments of performance.…”

Section: The Dark Effects Of Self‐monitoringmentioning

confidence: 99%

“…Studies since then continued to show a positive link to performance (Deeter-Schmelz & Sojka, 2007), while also investigating mediators. For instance, Wang, Hu, and Dong (2015) showed that the self-monitoring-performance relationship was mediated by leader-member exchange quality and, to a lesser extent, by employee network diversity. In a meta-analysis of personality and social networks, Fang et al (2015) confirmed that self-monitoring effects on performance were mediated by network centrality.…”

Section: Examination Of Outcomes Of Self-monitoringmentioning

confidence: 99%

See 1 more Smart Citation

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

2019

View full text Add to dashboard Cite

Summary In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.

show abstract

Section: The Dark Effects Of Self‐monitoringmentioning

confidence: 99%

Section: Examination Of Outcomes Of Self-monitoringmentioning

confidence: 99%

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

2019

View full text Add to dashboard Cite

show abstract

“…Swider et al (2011) described that supervisory support and employee advocacy predict a strong relationship with JE once workers experience a poor turnover. Similarly, Wang's study proposed that self-actualization and ineffective work behavior predict a negative effect on JE in the organizational context (S. Wang et al, 2015). Ng and Feldman (2013) found that job burnout is also identified as a key predictor of JE.…”

Section: Predictors Of Jementioning

confidence: 97%

Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention

et al. 2020

View full text Add to dashboard Cite

This study aims to explore the significance of job embeddedness (JE) theory and practices to reducing employee turnover and then suggest future research directions. It also reviews the systematic development of JE theory and its relationship with different workplace theories. A comprehensive content analysis, including a systematic review of articles published between 2008 and 2018, is conducted to understand the extensive role of JE in the workplace. A total of 108 research papers published in various high-ranking journals are selected for further analysis. To identify the mediating role of JE in the service and manufacturing industry, most of the existing studies focus on turnover intention, organizational commitment, employee engagement, and job satisfaction. However, many other key areas, which can be linked to JE to understand and evaluate the theory of organizational and employee behavior, are ignored in the literature. In this study, a further understanding of JE is suggested to be expanded in accordance with various elements of organization and employee theories, such as job design, job burnout, and role performance. This study contributes to the literature by further expanding JE theory and proposing a comprehensive JE framework that researchers and practitioners can adopt in future research.

show abstract

“…For instance, high self-monitors are especially attuned to social expectations and interpersonal feedback, frequently adapting their behavior to match the appropriate social context [34]. In turn, individuals high in self-monitoring are more successful in persuading others, selling products, and achieving promotions [35][36][37][38][39]. Individuals high in self-monitoring also tend to occupy social network positions in which more people rely on them to communicate with others (i.e., they span more structural holes within their social networks, meaning that their contacts are less connected with one another), and hence potentially greater exposure to multiple perspectives [38,[40][41][42].…”

Section: Monkeys and Chimpanzees Have Brain Systems Dedicated To Procmentioning

confidence: 99%

Persuasion and influence: what makes a successful persuader?

Baek

2018

Current Opinion in Psychology

View full text Add to dashboard Cite

What makes people successful at influencing others? In this review, we focus on the role of the persuader (i.e., person who attempts to influence a recipient), drawing from findings in neuroscience to highlight key drivers that contribute to persuaders' decisions to share information, and variables that distinguish successful persuaders from those who are less successful. We review evidence that people's motivations to share are guided in the brain by value-based decision making, with self-relevance and social-relevance as two key motivational inputs to the value computation. We then argue that persuaders who exhibit higher awareness of social considerations and increased recruitment of the brain's mentalizing system are more successful. We conclude by suggesting that approaches integrating social and neural networks can productively advance knowledge in this field.

show abstract

Managing personal networks: An examination of how high self-monitors achieve better job performance

Cited by 15 publications

References 57 publications

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention

Persuasion and influence: what makes a successful persuader?

Contact Info

Product

Resources

About